In reply to @bryansmart.

@bryansmart @simon @matt @cordova5029 What I'm saying is I don't think it's an either/or between allow or enable bad behavior, or abuse children and then leave it to survival of the fittest. Sure, you can achieve results through abuse and get the social behaviors you want. But once those kids grow up, they'll either resent you for it, or worse, pass it on to the next generation of blind people they come into contact with

In reply to @bryansmart.

@bryansmart @simon @matt @cordova5029 I'm not saying allow for excuses or anything like that. But there's a difference between firm which is necessary, or strict which is also sometimes necessary, and harsh. You can be effective without being harsh. NFB leadership, with all the shit they've been sweeping under the rug, is what happens when you take the last generation raised in that environment and put them in power.

In reply to @matt.

@matt @miki @bryansmart @cordova5029 @simon I'd have to double check specific companies, but I think in most cases it's been more like all the accessibility contractors were cut while in-house teams stayed. That's completely sidestepping the bit about no one actually listening t o their in-house accessibility teams but that's a road I don't want to go down because frankly I'll just go on for hours lol.

In reply to @bryansmart.

@bryansmart @matt @cordova5029 @simon This is true, but now you have a 2+generation situation that you'd have to undo before they could become a drop-in. This would maybe be fixable if we were 10 years in, but 50+60 years is an incredible gap to bridge and I'm not sure anyone with enough resources has the willpower for that. To say nothing of what you do for the multidisability kids you'd necessarily have to displace.